Cited references and notes

1. A number of recent books indicate the breadth and depth of the KM literature that has emerged in the last few years. See, for example, T. H. Davenport and L. Prusak, Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA (1998); D. Cohen and L. Prusak, In Good Company: How Social Capital Makes Organizations Work, Harvard Business School Press, Boston, MA (2001); G. Von Krogh, K. Ichijo, and I. Nonaka, Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, Oxford University Press, New York (2000).
2. I. Nonaka, “The Knowledge-Creating Company,” Harvard Business Review on Knowledge Management, Harvard Business School Press, Boston, MA (1998), pp. 21–45.
3. D. Leonard-Barton, Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA (1995).
4. T. H. Davenport and L. Prusak, Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA (1998).
5. See Reference 4, p. 179.
6. M. Hansen, N. Nohria, and T. Tierney, “What's Your Strategy for Managing Knowledge?” The Knowledge Management Yearbook 2000–2001, Butterworth-Heinemann, Woburn, MA (2000).
7. P. Drucker, “Knowledge-Worker Productivity: The Biggest Challenge,” The Knowledge Management Yearbook 2000–2001, Butterworth-Heinemann, Woburn, MA (2000).
8. It is worth emphasizing here again that our focus in this paper is on what we term organizational methods, that is, methods designed explicitly to bring individuals together in the process of generating, sharing, and leveraging knowledge, rather than technological methods, that is, technologies to capture, mine, and transmit data.
9. The five issues we discuss here—solutions, rivals, strategy, assets, processes—are typically noted in general books on e-business, but they most often receive little systematic attention. See, for example, A. J. Slywotzky and D. J. Morrison, How Digital Is Your Business, Crown Business, New York (2001); D. Tapscott, The Digital Economy: Promise and Peril in the Age of Networked Intelligence, McGraw-Hill, New York (1996); D. S. Pottruck and T. Pearce, Clicks and Mortar, Jossey-Bass, San Francisco, CA (2000); F. Newell, Loyalty.com: Customer Relationship Management in the New Era of Internet Marketing, McGraw-Hill, Inc., New York (2000).
10. R. Glazer, “The Evolution of E-Business: A Theoretical and Empirical Analysis,” internal IBM report, April 2001, p. 14.
11. See, for example, M. Hammer, Beyond Reengineering: How the Process-Centered Organization Is Changing Our Work and Our Lives, Harper Business, New York (1996).
12. T. Davenport, Process Innovation: Reengineering Work Through Information Technology, Harvard Business School Press, Boston, MA (1993).
13. T. H. Davenport, S. Jarvenpaa, and M. Beers, “Improving Knowledge Work Processes,” Sloan Management Review 37, No. 4, 53–66 (Summer 1996).
14. D. Garvin, Building a Learning Organization, Harvard Business School Press, Boston, MA (1998).
15. See Reference 11.
16. P. Drucker, The Practice of Management, Harper and Row, New York (1954).
17. E. Lesser and L. Prusak, “Communities of Practice, Social Capital and Organizational Knowledge,” Knowledge and Communities, Butterworth-Heinemann, Woburn, MA (2000).
18. See I. Nonaka and H. Takeucki, The Knowledge Creating Company, Oxford University Press, New York (1995).
19. See, for example, P. Schwartz, The Art of the Long View: Planning for the Future in an Uncertain World, Doubleday Currency, New York (1981).
20. See, for example, Learning from the Future: Competitive Foresight Scenarios, L. Fahey and R. M. Randall, Editors, John Wiley & Sons, Inc., New York (1998).
21. P. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday Currency, New York (1990).
22. For a recent overview of strategy analysis frameworks and methodologies, see The Portable MBA in Strategy, second edition, L. Fahey and R. M. Randall, Editors, John Wiley & Sons, Inc., New York (2001).
23. J. B. Quinn, J. Baruch, and K. A. Zien, Innovation Explosion: Using Intellect and Software to Revolutionize Growth Strategies, The Free Press, New York (1997).
24. J. Sharon, L. Sasson, A. Parker, J. Horvath, and E. Mosbrooker, “Identifying the Key People in Your KM Effort,” Knowledge Management Review 3, No. 5 (2000).
25. For a brief discussion of these developments, see, P. Ody, “Putting Everything into the Picture Will Unlock Crown Jewels,” Financial Times Survey; Supply Chain Management (June 20, 2001), p. 1.
26. See, for example, D. Mundel and C. Wiecha, “Managing Customer Knowledge,” White Paper, IBM Institute for Knowledge Management (August 2000).
27. See, for example, A. Satyadas and U. Harigopal, “Cognizant E-Business Solutions: Linking the New E-Business Wave with Knowledge Management,” internal IBM paper (2001).